What the human resources future holds for New Zealand organizations: some research findings

Rapidly changing technologies, global pressure and intense competition initiated fundamental changes in New Zealand organisations. One can say that the emphasis moved from economising to adding value because stakeholders are demanding quality and cost effective products. The competitors on the other hand are globally demanding level playing fields across cultures. The multiple stakeholders are questioning the traditional hierarchical structures and demarcations of activities, functions, responsibilities, authority and effectiveness of organisations. To accommodate these multiple stakeholders' needs and interests, changes are then implemented. New Zealand organisations are no longer constrained by geographical boundaries in the sharing of information and resources. Internal complexity implies that New Zealand businesses should focus on strategic planning, line management's responsibilities, the relationships with the employees, including a concern with the societal issues outside the organisation. Businesses should address diversity in their labour force and manage it to the benefit of the organisation. Diversity allows people to stay true to the identity of their culture, heritage and themselves. A business has to accommodate and integrate various group and individual differences and norms with the goal of improving the business. The traditional roles of managers and the role and responsibilities of human resources managers must change in the future. As change agents and leaders they will have to implement all the programmes and practices for these changes to stay globally competitive.